Five steps manufacturers can take to leverage the power of DE&I

The views reflected in this article are the views of the author(s) related to key themes shared at the Advanced Manufacturing & Mobility (AM&M) Panel Discussion do not necessarily reflect the views of Ernst & Young LLP or other members of the global EY organization.

Five steps manufacturers can take to leverage the power of DE&I

Co-authors

Steve Fuller

Partner/Principal, People Advisory Services, Ernst & Young LLP

Shola Oguntunde

Partner/Principal, Consulting, Ernst & Young LLP

Camille Stuart

Manager, Tax, Ernst & Young Ernst & Young LLP

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Through purpose driven DE&I efforts, the manufacturing industry can provide all employees with equitable career opportunities and workplace experiences.

Despite comprising almost half the working population, women account for about one-third of the U.S. manufacturing workforce. Strategies to address this imbalance encompass motivating girls to engage with STEM disciplines at an early age and redefining the image of women in manufacturing roles. Earlier this summer, Ernst & Young LLP hosted an Advanced Manufacturing & Mobility (AM&M) Panel Discussion, Women in the Manufacturing Workforce. The panelists spoke about the role manufacturing industry leaders can play in bringing more intentionality and purpose to DE&I initiatives and the growing number of organizations that support these efforts.

During the discussion, several key themes were shared that could help manufacturers build a more diverse, equitable and inclusive work environment.

Advocate STEM in early education – We often think of high school as the time when young people decide what to do after graduation. But it's in middle school when students begin to explore their interests and passions in connection to future job possibilities, primarily influenced by their exposure and experiences. Organizations that seek opportunities to collaborate with schools and educational institutions before high school and engage with students early, especially those historically underrepresented in STEM (science, technology, engineering, and mathematics), provide an opportunity for exposure and exploration for these students. These early opportunities inspire them to pursue careers in manufacturing and related fields, ultimately increasing the talent pool. STEM programs — such as the Future of STEM Scholars Initiative (FOSSI) — show young girls that their dreams can become a reality by showcasing successful women professionals within the manufacturing industry and sharing their stories. Improved gender representation is crucial as it provides tangible inspiration, encouragement, and empowerment to young women to explore opportunities in the manufacturing industry.

Promote allyship, mentorship, and sponsorship – Manufacturers gain immense benefits by promoting allyship and establishing mentorship and sponsorship programs. Allyship is fundamental to this effort. An ally is a trusted coworker or colleague ready to offer support and advocacy whenever needed. Embracing allyship cultivates a culture of inclusion, belonging, and collaboration where everyone feels heard and valued, which contributes to creating an equitable workplace. Mentorship and sponsorship are also critical levers. Mentors share wisdom on managing new challenges and difficult situations, leveraging their own experiences to offer guidance and coaching. Mentorship programs foster a sense of belonging by encouraging networking and enhancing skill development, leading to increased retention and growth of diverse women talent. Complementing this, sponsors are willing to use their political capital to create opportunities for others. Sponsorship programs provide visibility, advocacy and valuable career advancement opportunities that would otherwise remain out of reach within an organization. Promoting allyship, mentorship and sponsorship is essential as manufacturers forge a path forward to drive equity in workplace experiences and careers for all.

Design flexible work arrangements inclusively – Work-life flexibility has long been gender-siloed, seen as a "women's issue." Pre-pandemic workplace flexibility was primarily granted on a case-by-case basis addressing individual life events such as illness and childcare. Historically, women, especially working mothers and caregivers, have been the principal seekers of flexibility accommodations. Post-pandemic research continues to show that the demand for flexibility in the workplace remains constant amongst all employees. An inclusive approach to flexible work arrangements that supports various needs across genders is required to ensure that new ways of working do not present a disadvantage across genders. It enables employees to participate fully, contribute meaningfully and benefit equally from the organization's efforts to create an inclusive work environment. Flexible work arrangements posed a significant challenge for manufacturers during the pandemic, as remote work was not feasible for plant floor employees. There are still ways to provide flexible work options. Offering flexible shift options and break times is one way to accommodate various needs.

Hold leaders accountable for DE&I progress – Leadership accountability with DE&I efforts is the cornerstone of creating an inclusive and equitable organizational culture. It entails voicing commitment to DE&I and taking tangible proactive steps to drive change in their teams and holding direct reports accountable for doing the same. Leaders must be willing to challenge the status quo as they progress toward meeting diversity and inclusion aspirations. Leaders should use data and be intentional about understanding the different experiences of their people. Transparency holds organizations and leaders accountable and demonstrates their commitment to fostering a more diverse and inclusive workplace. Through accountability, leaders model the behavior they expect and allocate resources for training and mentorship initiatives that promote equity.

Invest in organizational culture – Employee resource groups (ERGs) are voluntary employee-led groups formed around a shared identity, characteristics or experiences, such as race, gender identity, ethnicity and disability. Creating ERGs shows a commitment to DE&I and promotes workplace inclusion, engagement and a sense of belonging. By establishing ERGs, manufacturing companies can tap into the unique perspectives of their workforce, leading to enhanced innovation, increased employee morale and a stronger sense of community that positively impacts overall productivity and organizational success.

Summary

Manufacturers' effort to build a more inclusive work environment can unlock greater innovation and industry performance. Diverse perspectives, thinking and approaches to the work can add value to the organization and the products they provide to customers. As technology continues to evolve and artificial intelligence becomes commonplace across all industries, a diverse workforce is critical for success. Now is the time to build around DE&I and leverage all the potential it can bring to the manufacturing industry.

Article references

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